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According to recent interviews with business managers, Enterprise Risk Management is gaining ground as a comprehensive approach for evaluating activities
and assessing a multitude of risks associated with conducting business.

This Director Notes analyzes the handicaps created by current risk oversight and assurance approaches and tools, highlights six goals for boards in executing their risk oversight duties, and provides practical advice for directors on how to achieve them.

This chart shows the Chinese banking system’s monthly new claims on the corporate and household sectors (i.e. loans into the real economy) as well as new claims on depository corporations and financial institutions (i.e. interbank lending).

This is the last in a series of four studies developed in collaboration with Davis Polk & Wardwell to provide guidelines and examples to member companies of The Conference Board on emerging practices following the SEC enhanced disclosure reform.

Traditionally, physical and information security have operated in their own silos with separate teams and different risks, processes, and budgets. But risks and threats are evolving and becoming interdependent. As new technologies are adopted in the workp

While CEOs see talent as the critical link in meeting their top business challenges, the 2014 CEO Challenge survey results show a heightened focus on customers and reputation and less concern about regulation and external risk.

European family-controlled public companies tend to perform less well in the stock market than their American counterparts. Would best practices followed by family firms in the United States be helpful examples for similar enterprises in Europe?

Climate change mitigation and adaptation strategies are becoming increasingly important. This report details eight steps for developing such strategies and provides examples of companies that have done so.

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In today’s climate, securities and financial firms are likely to face some enforcement proceedings that create a situation fraught with potential pitfalls. This report discusses 10 prescriptions for handling these situations well.

Addressing supply chain risk and sustainability in isolation may put a firm at considerable risk. Companies should pursue strategies that recognize that supply chain risk and sustainability are inextricably intertwined.

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By integrating an emergency succession plan into their crisis management process, companies can determine their preparedness, identify a credible emergency successor, and increase their ability to smoothly manage the announcement.

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Cyber risk is just one of many operational risks, and, from a business viewpoint, mitigation of cyber risk should focus on fundamental risk management, corporate resilience, and managing human behavior.

Evolving expectations for oversight of management’s risk appetite and tolerance present challenges for boards. Boards should consider an objective-centric approach that links retained risks to strategic and foundation business objectives.

This report explores the question of whether the board of directors should establish a separate risk committee, including the factors it must consider, and provides examples to clarify the role and responsibility of a separate risk committee.

According to a 2012 survey, almost one-quarter of financial services companies have instituted a dedicated risk committee, compared to 5 percent of nonfinancial services companies and 3 percent of manufacturers.

This is the first in a series of four studies developed in collaboration with Davis Polk & Wardwell to provide guidelines and examples to member companies of The Conference Board on emerging practices following the SEC enhanced disclosure reform.

This report provides board members with a checklist of issues they should consider addressing in their relations with shareholders and, in particular, how to avoid a costly and disruptive battle with an activist investor.

Hurricane Katrina devastated New Orleans in 2005, and in the years since, corporate contributions have tackled much more than rebuilding—they have also fostered innovation in the underlying issues of health care, education, poverty, and the environment.

This report describes the factors that are driving the need for board-level strategic risk management, outlines a strategic risk assessment process, and offers recommendations for integrating risk management in strategy execution and
measurement.

Brand recognition and reputation are among the most valuable intangible assets of any company. In turn, sustainability initiatives have the potential to significantly impact corporate brand and reputation.

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Internal investigations are an essential response amid allegations of corporate misconduct. This report discusses steps corporate management should take upon learning of such allegations and the decisions that must be made during an investigation.

How companies manage risk, opportunity, and scarcity today will determine the long-term value they create for stakeholders and society, and the world’s dwindling water resources are a pivotal case in point.

This report provides insights into how senior-level decision makers in North American companies view social media, and offers recommendations for implementing a social media strategy that ties in with corporate strategy and risk management practices.

This report describes the potential liability directors may face if they approve a cash merger financed in substantial part through borrowing and the target company fails. It also offers steps directors can consider to help mitigate that risk.